www.leadershipmadesimple.com Part 1 of the first of a number of free short learning videos for management leadership development. Watch and sign up to get the rest of the management leadership series. From the co-author of Enlightened Leadership and Leadership Made Simple and founder of Enlightened Leadership Solutions, which has been making managers into leaders for 21 years.

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Google Tech Talks May 6, 2008 ABSTRACT When you look around, there are a lot of leaders recommended for software development. We have the functional manager and the project manager, the scrum master and the black belt, the product owner and the customer-on-site, the technical leader and the architect, the product manager and the chief engineer. Clearly that’s too many leaders. So how many leaders should there be, what should they do, what shouldn’t they do, and what skills do they need? This will be a presentation and discussion of leadership roles in software development — what works, what doesn’t and why. Speaker: Mary Poppendieck Mary Poppendieck started her career as a process control programmer, moved on to manage the IT department of a manufacturing plant, and then ended up in product development, where she was both a product champion and department manager. Mary considered retirement 1998, but instead found herself managing a government software project where she first encountered the word “waterfall.” When Mary compared her experience in successful software and product development to the prevailing opinions about how to manage software projects, she decided the time had come for a new paradigm. She wrote the award-winning book Lean Software Development: An Agile Toolkit in 2003 to explain how the lean principles from manufacturing offer a better approach to software development. Over the past six years, Mary has found retirement elusive as she lectures and …

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Google Tech Talks May 6, 2008 ABSTRACT When you look around, there are a lot of leaders recommended for software development. We have the functional manager and the project manager, the scrum master and the black belt, the product owner and the customer-on-site, the technical leader and the architect, the product manager and the chief engineer. Clearly that’s too many leaders. So how many leaders should there be, what should they do, what shouldn’t they do, and what skills do they need? This will be a presentation and discussion of leadership roles in software development — what works, what doesn’t and why. Speaker: Mary Poppendieck Mary Poppendieck started her career as a process control programmer, moved on to manage the IT department of a manufacturing plant, and then ended up in product development, where she was both a product champion and department manager. Mary considered retirement 1998, but instead found herself managing a government software project where she first encountered the word “waterfall.” When Mary compared her experience in successful software and product development to the prevailing opinions about how to manage software projects, she decided the time had come for a new paradigm. She wrote the award-winning book Lean Software Development: An Agile Toolkit in 2003 to explain how the lean principles from manufacturing offer a better approach to software development. Over the past six years, Mary has found retirement elusive as she lectures and …

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www.globalchange.com How to double your productivity as a leader. Leadership development, output, efficiency and team effectiveness. How to make things happen. Secrets of change management. Leadership styles. The 80 20 rule or 80 rule. How small things have huge impact. Focus effort, cut least productive things. Leaders waste huge efforts, money and time doing things with little impact. Examples of 80:20 rule in leadership development. Leadership training video. Management training video. How to save costs and improve bottom line profit, shareholder value and return on equity. Why productivity gains really matter and how to achieve greater efficiency. Secrets of leadership success. Video by keynote conference speaker Dr Patrick Dixon, Futurist and author of 12 books on global trends including Futurewise and Building a Better Business. Leadership, styles, productivity, success, change management, team impact, efficiency, cost reduction, profitability, business success, leaders, focus, customer, productivity, Patrick dixon

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Part 3 of a 4 part interview series for the Center for Public Leadership’s 2006 “Conversation on Leadership: Growing Leaders in a Changing World.”

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The Stillman School of Business’ Leadership Development Program hosts an evening with Scott Chesney at Seton Hall University. Scott Chesney, a two-time world traveler and a navigator of life with paralysis for two decades, has been described as ‘a profile in courage’, ‘a master of living life to its fullest’, and ‘a commander in change’, while addressing over one million people in 38 countries.

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The Stillman School of Business’ Leadership Development Program hosts an evening with Scott Chesney at Seton Hall University. Scott Chesney, a two-time world traveler and a navigator of life with paralysis for two decades, has been described as ‘a profile in courage’, ‘a master of living life to its fullest’, and ‘a commander in change’, while addressing over one million people in 38 countries.

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Dr. Myles Munroe

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Satyam’s new leader development program takes a long-term investment approach rather than trying to churn out as many participants as possible. To this end, the program takes a year and uses a holistic approach by combining coaching, a leadership development consultant that works one on one with the leader for the year, classroom experiences, online experiences, assessments throughout the year and a variety of mentors. One of the big initiatives currently underway at Satyam is to send every leader back to school. Though they are some of the best technology experts in the world, they are not experts in global business, so Satyam has partnered with U21 Global in Singapore and Harvard Publishing to put together a 6 month, virtually delivered mini-MBA program called the Certificate of Global Business Leadership. Every existing leader is required to go through the program unless they have completed an MBA in the last five years. Additionally, they have what they call the BEST leadership pipeline, which stands for “Building Excellence the Satyam way Together.” The pipeline they put together includes a succession plan of three leaders for each position, an emerging leaders program, an existing leaders program and other lifecycle programs throughout the life cycle. They are currently in their 6th orbit or generation, which is “leadership and innovation.” They recognize that the only thing that will keep them growing, as compared to competitors who have stagnated, is the ability …

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www.enleadership.com Employee Engagement is top of mind in most organizations today and should be. Ed Oakley best selling author, speaker, CEO and leadership expert, discusses the importance of looking at engagement as a business leader and how to utilize your leadership skills to positively impact the engagement of your associates.

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